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The Burning Man organization grows u...

Chen, Katherine Kang-Ning.

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The Burning Man organization grows up: Blending bureaucratic and alternative structures.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The Burning Man organization grows up: Blending bureaucratic and alternative structures./
作者:	Chen, Katherine Kang-Ning.
面頁冊數:	449 p.
附註:	Source: Dissertation Abstracts International, Volume: 65-05, Section: A, page: 1989.
Contained By:	Dissertation Abstracts International65-05A.
標題:	Sociology, Social Structure and Development. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3131808
ISBN:	0496790480

The Burning Man organization grows up: Blending bureaucratic and alternative structures.
Chen, Katherine Kang-Ning.

The Burning Man organization grows up: Blending bureaucratic and alternative structures. - 449 p.

Source: Dissertation Abstracts International, Volume: 65-05, Section: A, page: 1989.

Thesis (Ph.D.)--Harvard University, 2004.

The predominantly volunteer-based Burning Man organization has experienced spectacular growth in managing Burning Man, a small evening bonfire of 20 in 1986 turned an annual temporary arts community of about 30,000 by 2003. Although this organization produces an unusual output, its extremes reflect challenges common to other growing organizations. The conventional literature claims that both internal pressures for efficiency, stability, and fairness and external pressures for legitimacy drive organizations to assume bureaucratic structures, such as a division of labor, hierarchy of offices, and rules, and to abandon alternative structures, such as decision-making by consensus and flexible roles and guidelines.

ISBN: 0496790480Subjects--Topical Terms:

1017425
Sociology, Social Structure and Development.

The Burning Man organization grows up: Blending bureaucratic and alternative structures.
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245 1 4 $a The Burning Man organization grows up: Blending bureaucratic and alternative structures.
300 $a 449 p.
500 $a Source: Dissertation Abstracts International, Volume: 65-05, Section: A, page: 1989.
500 $a Adviser: Peter V. Marsden.
502 $a Thesis (Ph.D.)--Harvard University, 2004.
520 $a The predominantly volunteer-based Burning Man organization has experienced spectacular growth in managing Burning Man, a small evening bonfire of 20 in 1986 turned an annual temporary arts community of about 30,000 by 2003. Although this organization produces an unusual output, its extremes reflect challenges common to other growing organizations. The conventional literature claims that both internal pressures for efficiency, stability, and fairness and external pressures for legitimacy drive organizations to assume bureaucratic structures, such as a division of labor, hierarchy of offices, and rules, and to abandon alternative structures, such as decision-making by consensus and flexible roles and guidelines.
520 $a In contrast, I propose that rather than being mutually exclusive, a blend of bureaucratic and alternative structures enable the Burning Man organization to synergistically manage the pressures associated with growth. For example, the alternative structure of value-rational authority provides meaning that members find lacking in more bureaucratic organizations. By providing structure, bureaucratic routinization allows members to focus on decision-making by consensus. However, the co-development of bureaucratic and alternative structures also creates ambiguities and tensions, spurring members and organizers to constantly negotiate issues such as authority and procedures.
520 $a Using participant-observations, observations, interviews, and archival research, I analyze how alternative structures' flexibility and meaning check the excessive tendencies of bureaucratic structures while bureaucratic structures bolster alternative structures with increased stability and efficiency. I analyze changes in how the growing Burning Man organization has (1) recruited and placed members, (2) motivated members to continuously contribute, (3) balanced internal pressures, namely members' demands, (4) indoctrinated members, and (5) strategically managed pressures exerted by outside actors. Hybridized structures allowed the organizers to recruit and place large numbers of members into meaningful roles that diversified networks, tapped skills and interests, and facilitated continuous contributions. Hybridized structures also decreased member burnout, increased volunteer accountability, and rapidly acculturated members. Using hybridized structures, organizers rapidly mobilized well-connected networks to pro-actively mold relationships with governmental agencies and interest groups and discourage opportunists who threatened the organization's integrity. In summary, a blend of alternative and bureaucratic structures has enabled the Burning Man organization to survive and even thrive with the pressures of growth.
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